High-performance work systems and organizational performance across societal cultures

Journal of International Business Studies - Tập 51 - Trang 353-388 - 2020
Ali Dastmalchian1, Nick Bacon2, Nicola McNeil3, Claudia Steinke4, Paul Blyton5, Medha Satish Kumar1, Secil Bayraktar6, Werner Auer-Rizzi7, Ali Ahmad Bodla8, Richard Cotton9, Tim Craig10, Behice Ertenu11, Mohammad Habibi12, Heh Jason Huang13, Havva Pınar İmer14, Che Ruhana Isa15, Ayman Ismail16, Yuan Jiang17, Hayat Kabasakal11, Carlotta Meo Colombo18, Sedigheh Moghavvemi19, Tuheena Mukherjee20, Ghazali Bin Musa21, Philip Sugai22, Ningyu Tang17, Troung Thi Nam Thang23, Renin Varnali11
1Beedie School of Business, Simon Fraser University, Burnaby, Canada
2Cass Business School, City, University of London, London, UK
3La Trobe University, Melbourne, Australia
4Health Science and Nursing Program, University of Lethbridge, Lethbridge, Canada
5Cardiff Business School, Cardiff University, Cardiff, UK
6TBS Business School, Toulouse, France
7Department of International Management, Johannes Kepler University Linz, Linz, Austria
8Tongji University, Shanghai, China
9Peter Gustavson School of Business, University of Victoria, Victoria, Canada
10BlueSky Academic Services, Ashiya, Japan
11Bogazici University, İstanbul, Turkey
12Industrial Management Institute, Tehran, Iran
13National Sun Yat-sen University, Kaohsiung City, Taiwan
14Bahçeşehir University, Beşiktaş/Istanbul, Turkey
15University of Malay, Kuala Lumpur, Malaysia
16American University, Cairo, Egypt
17Shanghai Jiao Tong University, Minhang Qu, China
18University of Pavia, Pavia, Italy
19University of Malaya, Kuala Lumpur, Malaysia
20Indian Institute of Foreign Trade, New Delhi, India
21Department of Business Strategy and Policy, University of Malaya, Kuala Lumpur, Malaysia
22Doshisha University Graduate School of Global Studies, Kyoto-shi, Japan
23National Economic University, Hanoi, Vietnam

Tóm tắt

This paper assesses whether societal culture moderates the relationship between human resource management (HRM) practices and organizational performance. Drawing on matched employer–employee data from 387 organizations and 7187 employees in 14 countries, our findings show a positive relationship between HRM practices combined in High-Performance Work Systems (HPWS) and organizational performance across societal cultures. Three dimensions of societal culture assessed (power distance, in-group collectivism, and institutional collectivism) did not moderate this relationship. Drawing on the Ability–Motivation–Opportunity (AMO) model, we further consider the effectiveness of three bundles of HRM practices (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices). This analysis shows opportunity-enhancing practices (e.g., participative work design and decision-making) are less effective in high-power-distance cultures. Nevertheless, in markedly different countries we find combinations of complementary HPWS and bundles of AMO practices appear to outweigh the influence of societal culture and enhance organizational performance.

Tài liệu tham khảo

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